Supporting the Emerging Culture of Embracing … Change Culture.pdfSupporting the Emerging Culture of Embracing Change Feedback is welcome. For comments or consultation, please contact:

Supporting the Emerging Culture of Embracing Change

Feedback is welcome.

For comments or consultation, please contact:

Richard Dickie The "Change" Doctor

E-mail: [email protected] www.WWWHow.ca


© 2017 Richard Dickie, All rights reserved. Page 2 of 39 www.WWWHow.ca | The "Change" Doctor

Disclaimer The content of this document is based solely on the experience and research of Richard Dickie. The content is freely offered and intended to stimulate the thinking of the reader with respect to CHANGE. There is no claim of absolute completeness or correctness. My understanding of CHANGE will continue to develop to support and help us thrive in the new reality of the constant change being experienced in Business and Society today and tomorrow. Try to enjoy the journey and the side trips (learning and growth opportunities) along the way.

Readers are encouraged to use the perspectives articulated in this white paper freely in their CHANGE projects.

Richard Dickie will not, in any circumstances, be liable for any damage arising out of the use or misuse of this document's content including, without limitation, damages to business, business interruption, loss of business information or other direct or consequential loss.



Table of Contents Abstract...................................................................................................................................... 5

Drivers for new Beliefs and new Attitudes about CHANGE ........................................................ 6

1. The accelerating Pace of change ....................................................................................... 6

2. We no longer have a Choice............................................................................................... 6

3. Human Desire for Fulfillment .............................................................................................. 6

New Paradigm Required ............................................................................................................ 7

What will this new paradigm look like?.................................................................................... 7

1. Apprehensive of Change Embracing Change ............................................................. 7

2. Open Mindedness will be prevalent ................................................................................. 7

3. Desire to Stay Relevant .................................................................................................. 8

4. Nimbleness, adaptability, flexibility, agility ....................................................................... 8

5. Belief that we MUST change ........................................................................................... 8

6. Attitude Towards Change changes ................................................................................. 8

General Approaches/Paths Supporting the Emergence of an Embracing Change Culture ..... 8

1. Innovate and Embrace .................................................................................................... 8

2. Natural Selection - the next step in human evolution? ..................................................... 9

3. Artificial Intelligence - An Emerging Reality ..................................................................... 9

4. Applying a positive attitude towards Change ..................................................................10

5. The Millennial Generation ..............................................................................................10

Individual "Coping with Change" Techniques ............................................................................10

1. Use the Internet as a Resource .........................................................................................11

2. Endings and Beginnings - Managing the Transition ...........................................................11

3. Open-minded and Clear-minded Reactions First ...............................................................14

4. Focus on Adding Value Mindset ........................................................................................16

Change Agent Techniques in Accelerating the Adoption of a Change .......................................18

1. Formal Change Management Methodologies ....................................................................18

1. Managing the Speed of Change - Daryl Conner .............................................................18

2. Accelerating Implementation Management (AIM) - Don Harrison ...................................18

3. "Change Masters" - Rosabeth Kanter.............................................................................18

4. Prosci ADKAR - Jeffery M. Hiatt .....................................................................................19

5. An 8 step process for Leading Change - John P. Kotter .................................................19

6. Agile Development Methodology, OCM & Agile Organizations .......................................20



2. Continuous Improvement, Continuous Learning, Growth Mindset .....................................21

3 Evolving Values frame of reference ....................................................................................22

4. Theory U: Leading / Learning from the Future as it Emerges .............................................23

5. Creating Tipping points ......................................................................................................25

6. Make New Products and Ideas Contagious .......................................................................29

7. Proactive Open-minded Imagination ..................................................................................31

Summary ..................................................................................................................................32

Thought Provoking Quotes about Change ................................................................................34

References & Useful Readings .................................................................................................38

About the author .......................................................................................................................39



Abstract The dominant and default business and societal behaviour in the world today is one of being apprehensive of change. Just as water seeks its own level, human nature seeks stability and predictability. While there have been major changes in our past, they have only been achieved

with great effort/cost and usually over significant timeframes. Today's accelerating pace of change is causing constant disruption in our personal lives, society, business and government. Reference white paper "OMG: The Accelerating Pace of Change - Are to Ready?" by the same author. Humankind would benefit by moving to a new paradigm where Change is embraced rather than feared.

The pace of change has been increasing ever since cavemen started creating stone tools.

Creating a "culture of embracing change" is a change itself and should use the same general Change Management / Project Management processes as any other change initiative. The technical details of this Culture Change are the unique parts. Completing an acquisition, implementing a new payroll system, or creating a "Culture of embracing constant change" successfully are all change programs.

Cultural change programs are particularly challenging in that they are focused on changing Belief Systems (level 3 change) - they are not simply new widgets, processes or tools.

Reference white paper "Know the Type/Level of Change you're Trying to Make" by same author.

This paper explores some of the unique context/perspective, tools and techniques that will help you personally cope with the constant Change, help organizations better implement Change and help you and your affiliations support a culture of Embracing Change so that you are better equipped to thrive in today's and tomorrow's constantly changing environment..

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Drivers for new Beliefs and new Attitudes about CHANGE Why do we need a new attitude towards Change?

1. The accelerating Pace of change A hundred years ago, individuals might become aware of 20-30 significant changes in their lifetime and personally experience even less. Today that can happen in a matter of days. The data suggests that the pace of change will continue to accelerate in accordance with Moore's Law (double every 2 years - exponential growth). Reference the white paper "OMG: The Accelerating Pace of Change - Are you Ready?" by the same author and Ray Kurzweil's book "The Singularity is Near".

We need to accept this new reality of pervasive and disruptive change and adopt a new paradigm (belief system) relative to Change.

2. We no longer have a Choice Some religious sects have tried to live a cloistered life and maintain the "old" ways of doing things. Without total isolation, this is not possible (government will always impose some interaction). Even in remote jungles of the Amazon, there will be evidence of unexplained phenomena (e.g. airplanes, satellites, weird garbage in the rivers, explorers, missionaries, etc.)

In Darwinian evolution theory, species had to adapt to a changed environment in order to survive. Humans are experiencing a change (the pace of change) which we need to adapt to or our very survival as a species (along with all other species) is threatened.

In a limited sense, you may be able to minimize the impact for a while. Example, I know people (<5) who do not have a Smart phone. Ten years ago, most Smart phone owners would have viewed non Smart phone owners simply as slow adopters and a little annoying. Today, the view is "What! How do you stay in touch with what's going on in the world?" Slow or non adopters run the risk of becoming more and more isolated from society as it evolves in today's constantly changing world.

3. Human Desire for Fulfillment "Maslow's Hierarchy of Needs" identifies a hierarchy of needs that we try (consciously and subconsciously) to satisfy to live a fulfilling life. Basic needs (food, water, warmth, rest, security and safety) need to be satisfied before Psychological needs (intimate relationships, friends, prestige and feeling of accomplishment) and before Self-fulfilment needs (Achieving one's full potential, including creative activities).

It is a progression, You don't have the freedom to focus on higher level needs until the lower levels are satisfied. If we don't adapt to the constantly changing environment, Needs we had previously satisfied will no longer be satisfied and we will have to re-focus on lower level Needs. Example: Technology may eliminate our job - if we don't acquire new skills to be productive in the new environment, satisfying our most Basis Needs are threatened.

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The desire for fulfillment and relevance is human nature. If we don't stay connected to the constantly changing environment, satisfying that desire will become more and more difficult, stress will increase, health issues will become more frequent along with behavioral dysfunction.

New Paradigm Required Kuhn argued that science does not progress by a linear method of gathering knowledge, but undergoes periodic revolutions, also called Paradigm Shifts in which the nature of scientific inquiry within a particular field is suddenly transformed.

No one knows exactly what the future will look like. History tells us that the environment is constantly changing. Today and in the future Change occurs at an ever accelerating pace. We know that in this constantly changing environment, it is unreasonable to expect that there will ever again be a state of equilibrium (a time when no new change is impacting us).

Heraclitus, the Greek philosopher (5th century BCE), said it first "There is nothing permanent except change". Until recently, there were short periods of time (years) where it was conceivable to envision no new changes impacting your personal life - but not anymore.

In a work environment, this equilibrium was often viewed as desirable. After a Change was introduced we anticipated a period where we could "catch our breath" before the next change came along. This is no longer practical (if it ever truly was). Maybe it last existed only for a few generations of cavemen.

Multiple changes are always coming at us simultaneously. This is the new reality.

To cope/thrive in this environment a new paradigm in our thinking is required.

What will this new paradigm look like?

1. Apprehensive of Change Embracing Change Our first reaction upon hearing about a Change should be to view it as an opportunity - not something to be feared. Something to be "exploited" not something the fight or run away from. A shift of this magnitude will not be easy nor will it occur quickly.

2. Open Mindedness will be prevalent Specific Changes will be approached with an open mind. Once you have assessed the personal impact of the Change, you will then determine if any action is required to improve the Change or the effect of the Change on your environment. Look for the positives first,



then how can you make it better, then how can you minimize any negative impact. The personal and political impact of this Change in attitude will be astounding.

3. Desire to Stay Relevant People will be excited about the constantly changing future and the Opportunities it represents for fulfillment. There will be a desire and energy to stay connected to the ever changing dimensions of the world. Though this connection, appreciation and understanding of the evolving environment, we will be able to increase our individual relevance.

4. Nimbleness, adaptability, flexibility, agility Nimbleness, adaptability, resilience, flexibility, agility are all similar words to describe some of the character traits we will need to survive in a constantly changing environment.

5. Belief that we MUST change Belief that we must change - status quo is no longer an option. We can no longer deny that multiple Changes are simultaneously disrupting our lives.

6. Attitude Towards Change changes Our attitude towards change will be dominantly positive. We will proactively adopt Change in an engaging manner to enhance the value of the Change. This new attitude will remain discriminating but be open-minded. "Limiting" Beliefs which are barriers to the adoption of Change will constantly be diminished.

General Approaches/Paths Supporting the Emergence of an Embracing Change Culture Change either happens to you (and you have to cope with it) or it happens by you (you are the change agent and you have to help others cope with it). The trick becomes to see yourself not as a victim of Change but rather someone who can benefit from the Change and help the Change have a positive impact on your life. Below are some general tactics that can help.

1. Innovate and Embrace Most high impact Change manifests itself as a new idea, a new invention, a new medicine. At first there are a few early adopters who are willing to take a risk to achieve the potential benefits - an act of faith. Once the value of the Change is demonstrated, more and more people adopt the Change. Eventually something new comes along which obsoletes the Change and the cycle repeats. This is the Innovation Diffusion model. In this model we should focus our effort on adopting the paradigm of Embracing Change so that all other Changes will have compacted adoption cycles. Reference also Joel Barker's "The Business of Paradigms".

What are the implications of not keeping up, not fully adopting a Change before the next big idea in the space comes along? Perhaps in a constantly changing environment skipping a

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Change and going on to the next one is OK - some might even consider it a good strategy - corporations often do this with software releases. Be cautious however. Often it is harder to adopt to a Change if you haven't learned the lessons of a previous Change first. Example it's harder to learn to run if you haven't yet learned to walk.

We have to be very nimble. The late majority and laggards in adopting a Change are at risk as before they have adopted a Change the next innovation is upon them.

The inborn fear of Change, humans (perhaps all of the natural world), is driven by the perception that the our survival is threatened by anything which destabilizes our current environment. Most change is foist upon us and when it actually improves our situation, we look back and wonder what all the kicking and screaming was about? Wouldn't it be less stressful if we could be more open minded from the get-go? In today's world of constant Change and disruption, we have no choice but to accept Change. While avoiding Change may have helped us survive in the past, failure to Embrace Change and make it work for us is now necessary for survival. The survival tactics are reversed. Fight or Flight will still be an appropriate response to Change in some cases. However, the response of Innovate (make the Change better) and Embrace it will become more and more common. If you embrace a Change and it turns out well, you will be more open minded to embracing the next one. Embracing Change as a culture has an ever improving chance of becoming a self-fulfilling prophecy.

2. Natural Selection - the next step in human evolution? If we do nothing to proactively change our attitude on Change, will natural selection take care of it? That is, only those who change their attitudes will be able to cope and thrive -

others will go the way of the Dodo. This will take time and there would be much suffering. If we believe this hypothesis we could just let it happen or would it make more sense to proactively engineer and support the change in paradigm for all?

Is this an evolutionary step for humankind? Perhaps we evolve to simply tap into the unused capacity of the human brain.

3. Artificial Intelligence - An Emerging Reality Kurzweil's The Singularity is Near: postulates an integration of humanity with computing capability. The integration of biology and technology. Humans will transcend biology. This

is an evolution of an order difficult to appreciate in our current paradigm. The pace of Change would be orders of magnitude larger than we experience today.

Unless the world experiences a extinction level event (asteroid collision or WW III), Artificial Intelligence (AI) will integrate with biology and a new humanity will evolve. Humanity as we know

it will be obsolete unless we integrate with AI. As human's we will be caught up in it or perish.

"Resistance is futile" as the Borg say

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Ray Kurzweil has written extensively, as a futurist on the impact on humanity of the accelerating pace of development of technology. It is both thrilling and a little frightening. I strongly recommend following Ray Kurzweil.

4. Applying a positive attitude towards Change Not all change is Positive. Especially when viewed from a personal perspective. Our first reaction to a potentially positive Change is not always positive. Even, if after honest analysis the Change is negative, take a positive attitude and search for ways to change the Change so that it has the opportunity to be positive. We need to proactively make the best of all new environments we encounter.

Apply a positive attitude and try to optimize the impact of the change. Maximize the positive and Minimize the negative.

5. The Millennial Generation Perhaps this shift in paradigm is already happening with the Millennial generation, the connected generation. They seem to be resilient and comfortable with new things and constant Change ... It's what they've grown up with ... they've known nothing else. Perhaps they're already there and time will take care of the rest of us. Is Embracing Change the new normal for the millennial generation?

Perhaps this paper (written by someone who grew up in the last century) is much ado about nothing as Shakespeare might say. MILLENNIALS: Are they our only hope? They just cope with it ... they don't seem to think/worry much about it.

Is there any group, current or future, that is more attuned/ready to embrace / exploit the pace of Change phenomenon? Certainly not religion or government or most institutional education.

Individual "Coping with Change" Techniques There are always two constituencies when dealing with Change. Those individuals who are impacted by the Change and those people who are creating the Change. The impacted individuals need to cope with the Change successfully so that the Change will improve their lives. Those who are creating the Change (Change Agents) need to support the individuals in coping with the Change they did not ask for.

The author has direct experience in creating a culture of Embracing Change as an individual, a project manager and an organizational leader. Any comments in the government, society and global domains are offered more as developmental working hypotheses and speculative food for thought.

Let's get specific and discuss methods that each set can use to achieve the greatest positive impact of the Change for each of us.



Whether it's a Change Agent e.g. a senior executive changing the business plan or a natural disaster or a personal tragedy or a new medicine or a new technology, you have no binary (accept or reject) choice - the Change is happening. But you do have a choice in HOW you respond to the Change. Everyone belongs to this set You will find many of the techniques below helpful in Coping with Change and Mentoring / Coaching people who are Coping with Change.

1. Use the Internet as a Resource In the early 1990's the Internet started to become a part of our culture. By the turn of the century it was common place in our daily life. Now it is pervasive and it's hard to imagine how we could live without Internet. I suspect there are very few who think about it - it's just assumed the internet will always be there, and when it's not - "don't worry, it's just a temporary glitch", it will be back in a few minutes. Robert J. Sawyer in his WWW trilogy (Wake, Watch, Wonder) Imagines a future where the World Wide Web becomes sentient and what impact that might have on Humankind. Ray Kurzweil in his book The Singularity is Near: speculates on a future where Artificial Intelligence has progressed quickly to the point (Singularity) where the capability of technology has far surpassed that of Humankind and the future evolution of Humankind depends on a merging of "Man & Machine". These are a couple of the many examples where futurists are exploring possible impacts of the fast pace of technology evolution we will continue to experience.

We cannot predict exactly what the future will look like but we can with confidence state that Technology will continue to change rapidly and it will continue to have a significant influence on our lives,

The impact of technology on our lives is one Change we, each as individuals, need to embrace and exploit. Whatever is going on in your personal life, use the internet as a support resource. The internet is very rich in data. The quality of the data is constantly improving, but it is still very easy to create data which appears credible but is not when scrutinized. "Fake News" as President Donald Trump often calls it. As a consumer of data on the internet, you must be vigilant and apply your own judgement to discern which Data is a source of trustworthy, Knowledge, Information or even Wisdom,

The internet is a fantastic resource! Become comfortable with using it regularly. Soon, if it has not already happened, the internet will be inculcated in the vast majority of our lives.

Embracing the internet as a resource is a key tactic for an individual learning to become comfortable with the constant disruptive Change in our lives.

2. Endings and Beginnings - Managing the Transition Everyone is constantly experiencing a series of Changes in one's life. Whether it's a new girl friend, a new car, a stock market tumble, a new hobby, marriage, kids, a hike in LRT rates, breaking up, a friend moves away, your favourite "uncle" dies, etc. etc. etc, we cannot avoid Change. In many kinds of Change, we are in control i.e. we bring them on ourselves. In others, they are externally controlled. In both cases however, we are in control of how successfully we cope with the Change. The pace of Change is also accelerating. This means that each generation will experience more changes than the last. How successfully one copes with Change will therefore become a big factor in one's happiness.

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The notes below are based on the book "Transitions" by William Bridges. Change is the event, e.g. the loss of a friend. Transition is the process of successfully moving from the pre event state to the post event state. Understanding and managing this transition process is critical to successfully "coping" with the Change. What is described below is a simple model to help you understand some of the feelings people experience when they are confronted with Change, particularly Change which is beyond their control. The key to understanding Change is to accept that with every Change something has to end, before something new can begin. Reference this model. Before continuing reading, try to think of an example of a significant Change you have recently experienced or are currently experiencing and relate the rest of this section to it as you read. See how well the model fits your experience and what you can learn from it.

Endings

Every transition begins with an Ending. This can often be a difficult time. You may resist letting go of the "old" You may feel that you have no control. You may feel some degree of anger or loss. Feelings of loss can be of several varieties

Loss of Attachment: Friends, Groups, Memberships Loss of Turf: Responsibility, Importance Loss of Structure: Physical Well Being, or Function Loss of Future: Unrealized Dreams, Career Loss of Meaning: Not understanding the WHY of the Change Loss of Control Powerlessness

"You have to give up the way it is to have it the way you want it". This piece of "Wisdom" applies when you are tying to create a Change. e.g. If you have just started an 8 - 5 job, you have to give up 24X7 video gaming. With these kinds of Change, you are in control from the beginning and you can think through the implications and the Endings before you opt for the Change. Often, however, one opts for the Change without clearly identifying all the implications on Endings. This case results in a painful transition or a failed transition where the desired Change is not achieved. If you want to change your life in some way, imagine in detail what it will be like after the Change and say goodbye to those aspects of your life which no longer fit. E.g. If you're going to be an international rock star, you will have to give up your day job at the bank. Don't look back - Own the Change.

Picking one's friends. Rock stars, Brain surgeons, Bank Managers, Airline pilots, Truck drivers and Computer programmers can all be very happy and satisfied with their lives and could all have been in the same grade 3 class and were the best of friends after school. But their lives develop in such a way that it is unlikely that their friendship continues throughout their lives. In rare cases it does -where there is some external common interest such as downhill skiing or

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chess, but in most cases your friends are people who share a common context and can understand and support you when you are facing challenges. The reciprocal is also true. If you have this burning desire to be a doctor, you will give yourself a better chance of becoming a doctor, if you associate with doctors and other people who want to be doctors, then if you hang out with people who want to be rock stars and bankers. This is not to say that there is anything wrong with bankers an rock stars, but just to acknowledge the fact that associating with people who understand your goals and who can give you specific support is in your best interest. The logical conclusion is that you may have to give up some of your childhood friendships and build new friendships more compatible with your long term goals and happiness.

Reactions to Loss Mentioned earlier was the concept that with Endings comes a feeling of loss. This is particularly true when the change is forced upon you. E.g. when you lose your job, or the girl friend dumps you or the stock market takes an unexpected dip. There are four classical reactions to loss.

Disengagement "Shields up": Occurs when we are separated from relationships, and familiar surroundings. Energy is diverted as people distance and insulate themselves from people and commitment. Disengaged people are afraid of getting involved in new activities which, in their minds, will only bring more disappointments and set-backs. Disidentification "Back to the Future": is the sense of not quite knowing who you are any more. Disidentified people tend to reminisce and "hang on". "I used to be . . . " They are focused on a specific life style or location that was stable and are trying to live as if nothing has changed. For them the transition process can be painful or even terrifying. Disenchantment "Blockage": Happens when things just don't make sense any more. You may find yourself wondering how honest everyone has been with you all along. "Why bother anymore?" You often feel worry, resentment, anger, frustration. This is extremely dangerous because it will negatively infect your work/school/social culture. Disenchanted people are emotionally blocked from seeing the Change as positive. Disorientation "Trivial Pursuit": That confused "don't know where I am" feeling. You may find yourself doing anything to keep busy. The mind set is "If you don't know what to do, at least do something". The lack of direction will lead to the need to ask a lot of questions.

If you feel yourself experiencing some of these "Loss" symptoms, try to articulate the loss. Once you have a good understanding of what is happening you are in a much better position to deal with it positively and make something good happen. Tips for dealing with the Ending Phase

• Acknowledge the feelings you have and recognise that they are a normal part of dealing with an Ending.

• Express your feelings comfortably • Listen to others. Talk to others. • Acknowledge the past. Have a wake. Formally acknowledge that something has

ended and something new is beginning. This is the tradition behind the stag party when a couple gets married.

• Separate what is true from what is exaggeration. • Get information that is accurate. • Identify areas of continuity and use them for support.



Neutral Zone

The next phase in the process is the neutral zone. You have let go of the old, but the new is not yet established. Here you can have a feeling of emptiness, disorientation. Old anxieties can suddenly resurface. You are in a vacuum. This is the kind of feeling you might get on the first day in a new job in a new city where you don't know anyone or the first visit of your uncle from Johannesburg.

Tips for coping with the Neutral Zone • Find a regular time and place to be alone • Take care of yourself physically, emotionally, spiritually • Find out what you really want. Clarify personal values • Accept the given situation as temporary and constructive • Build in structures to support yourself e.g. family and friends • Recognize that your are uncomfortable, not because something is wrong but

because of Change • Consider the other side of Change. "What's good about it?" • Learn something new which may be useful in the new state. • Realize you are not "falling apart" . . . you are in the midst of transition. • Recognise it is a phase and ride it out. Don't give up!

New Beginnings The last phase is new Beginnings. Here you begin to identify new opportunities. You can be an exciting and productive time. But . . . it is still stressful because you are still learning new skills, knowledge and ways of existing in the new environ. You need to be persistent, and yet patient. with your mistakes as you go through the rebuilding process. A strong work ethic of "Finishing the job", "Doing things for your approval not others", and "A job worth doing is worth doing well" will help. There are no shortcuts. Only hard work will guarantee a successful New Beginning. Transition is a process of Ending, Reorientation and New Beginnings. There is as much to be learned on the journey as in the end result. Zen Buddhists believe the journey is everything. We all move through the phases at different paces and perhaps in different orders. We need to go through all the phases. Each time we successfully negotiate a transition, we improve our skill to handle future Changes. You may not be able to control all the Changes that occur in your life, but you can control how you react and cope with those Changes. Try to make every Change have a positive result.

3. Open-minded and Clear-minded Reactions First It's never easy, but when Change is foist upon you, (which is very common these days) consciously try to take an open-minded and positive look at the Change from your personal perspective. What is the Impact of this Change? How could it be of benefit to me? What would I have to do to improve / leverage the impact on my life? Are there opportunities created by this Change which otherwise would not be available to me? Avoid thoughts of victimization - "So life dealt you a raw deal - what makes you

any different?" Always focus on those aspects of the Change you can influence.



In Stephen R. Covey's landmark book "7 Habits of Highly Effective People" the 5th habit is "Seek first to understand and then to be understood". Listening is a very important skill. Our individual thinking frames of reference are all different - influenced by our individual experiences and value / belief systems. When communicating, we will be more successful if we are talking with an understanding of the listeners frame of reference. To understand their frame of reference we first have to listen for clues which will expose their belief system which will give us the context to understand their point of view. Only then will we be able to attempt an open-minded conversation. Open-mindedness is all about listening first particularly for clues to others paradigms and commitments.

Sellmen postulates that there are 5 types of conversations that occur regularly in life and business and that most conflicts we experience arise when all parties are not consciously having the same type of conversation. He defines the 5 types of conversations (which should occur in the listed order) as:

1) Conversation for Relatedness - What mutual interests / values / beliefs can be agreed upon in the subject area of the conversation?

2) Conversation for Opportunity - What Opportunities can a consensus definition be defined for as a result of this conversation?

3) Conversation for Possibility - What Opportunities have consensus characteristics of being desirable, financially, technically and operationally achievable?

4) Conversation for Commitment - What opportunities can the parties commit resources to in order to achieve the defined results of the Opportunity?

5) Conversation for Action - When will resources be committed to the Opportunity? What governance process will be used to ensure the actions continue to be appropriate to achieve the desired results of the Opportunity?

Conflicts and misunderstandings will occur when, for example, one party is trying to Blue Sky new ideas (Possibilities) and another party is looking for a decision on what to do at 2:30 (action). There will be lots of talking past each other, conflict will arise, relationships will be eroded and nothing useful will be produced from misaligned Conversations.

To be optimally productive, all parties in a meeting / "conversation" should have common understanding of the nature of the "Conversation". This alignment will ensure meaningful "conversations" without causing unnecessary conflict.

Develop listening skills and listen first.

I once worked for an organization where we had a very structured approach to designing a meeting or workshop. The first agenda item in every meeting was to review the design of the meeting to ensure all participants were on the same page and to ensure we had all the necessary resources available to the meeting.. The meeting planning process had 5 components.

1) Purpose: The reason for doing the “task/meeting” in terms of value to the customer

2) Results: The measurable desired outcomes - both tangible and intangible

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3) Steps: The series of actions (agenda) necessary to produce the results

4) Capabilities: The knowledge, skills, type of thinking, tools and preparedness required to execute the process steps

5) Feedback: The feedback/learning loop consisting of; Sensing (actual vs. expected) results; Analyzing (why the deviation), and then modifying the Steps if appropriate. In workshops, you can include formal checkpoints to address this process step.

This tool is very helpful in ensuring everyone is clear on what the meeting / conversation is designed to achieve and why they are selected as a participant. Reviewing the "process cycle" at the beginning of each meeting may identify participants that are not required, participants that are required but not in attendance to achieve the desired outcomes. These deficiencies should be addressed before the meeting proceeds if you want to achieve results efficiently and effectively.

- - - - -

Once you have used these "Open Minded" techniques a few times successfully, they become inculcated for you personally and support Embracing Change as a natural. response to Change.

They also support your ongoing success and help Embracing Change become contagious.

4. Focus on Adding Value Mindset For much of my early career I was a Project Manager. I always tried to delight the client by delivering more value than was expected on the project. As a result I developed a reputation for being able to deliver the most challenging projects. The same attitude has helped my success in my executive and consulting career as well. I have found that it can be very helpful to apply a project perspective to almost everything and for sure try to add maximum value to every situation.

When a scope change occurs on a project (and it will), it is very productive to view this as a positive and examine ways of creating added value as a result of the scope change - reference the PMI (Project Management Institute) special report on Value driven projects - Lechler, Thomas G. PhD & Byrne, John C. PhD, 2010, The Mindset For Creating Project Value,

In the "Old days" much effort was applied to avoid Scope change / creep.. This was because the success of a project was measured by a manufacturing model in terms of on-time, on-spec, on-budget instead of on-value delivered. In the eyes of the customer the success is always measured by VALUE delivered. Look into your own knowledge set and you will find "over budget" projects that were heralded as great successes. You will also find on-time, on-spec, on-budget projects that were viewed as dismal failures - because they did not deliver expected Value. The "New Zealand - Goals & Recognition Alignment" case study from my website is one example. All of the case studies on my website www.WWWHow.ca are also examples of value driven outcomes.

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Always look to add more "Value" than was in the stated scope. This builds project and individual credibility with the sponsor(s) and strengthens their "appetite" for future Change Initiatives.

This attitude is one manifestation of Embracing Change.



Change Agent Techniques in Accelerating the Adoption of a Change Note: The techniques discussed in the "Individual Coping with Change" section can be used as mentorship / coaching tips for change agents helping people through a Change transition.

1. Formal Change Management Methodologies Sometimes you're a Change Agent - the cause of a Change you want adopted. For example; the Project Manager is responsible for achieving the business outcomes of a project; a young couple buying their first house; an executive implementing a new business plan.

Driven by the need for changes in business to be adopted and used, formal methodologies began to appear. Daryl Conner, Don Harrisson and Rosabeth Moss Kanter were early pioneers in the field of formalizing Change Management,

To increase your success rate on business Change initiates, it is critical that you adopt a formal Change Management methodology to address the people side of Change. These methodologies help projects achieve the desired business outcomes. Showing people examples where Change can be good - not something to be feared, also helps create a culture of Embracing Change.

Below are short descriptions on some of the popular Change methodologies in use today with which I have personal experience. Links to more information on each are provided.

1. Managing the Speed of Change - Daryl Conner

In his 1993 book, Managing at the Speed of Change, Daryl Conner coined the term 'burning platform' based on the 1988 North Sea Piper Alpha oil rig fire. He went on to found Conner Partners in 1994, focusing on the human performance and adoption techniques that would help ensure technology innovations were absorbed and adopted as best as possible.

2. Accelerating Implementation Management (AIM) - Don Harrison Implementation Management Associates have developed the AIM Change Management methodology. AIM is designed around the perspective a Change is only successful when it has been fully adopted and used. The success of a project is not determined by on-time, on-spec, on-budget but rather when a Change is adopted, utilized and sustained.

3. "Change Masters" - Rosabeth Kanter Rosabeth Moss Kanter wrote the book Change Masters in 1984. She describes a disciplined 14 step process for effectively implementing change. I found these 14 steps particularly useful as a checklist and for evaluating the health of Change initiatives. Her work remains very relevant today. Check it out. The 14 steps she identified to be a "Change Master" in her research organized in 3 broad phases are:

Opportunity Definition 1. Identifying the opportunity 2. Defining the Change 3. Building the business case 4. Choosing a Change Agent

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Coalition Building

5. Obtaining sponsorship 6. Obtaining grass-roots support 7. Enrolling a champion(s) 8. Formalize the Change Initiative

Mobilization and Completion 9. Getting Started 10. Handling Opposition 11. Maintaining Momentum 12. Mid course feedback (Agile talked about later in this section) 13. Delivery 14. Telling the story (Key to creating a Culture of Embracing Change)

4. Prosci ADKAR - Jeffery M. Hiatt In 1999 Jeff Hyatt founded Prosci a research based company to establish and educate organizations on the best practices for implementing Changes which stick. Why do some projects fail and some succeed? The secret is the People side of Change (not just the technical side). Poor products or ideas implemented well will be more successful than excellent products or ideas implemented poorly. Optimally, you want the best products/ideas to be implemented well. This requires Project Management and Change Management to work together in harmony. Prosci is currently the preeminent Change Management research and training company. The Project Management Institute (PMI) provides the preeminent Project Management methodology.

ADKAR is a methodology developed by Prosci to help assess the readiness for change on 5 dimensions. ADKAR is an acronym for:

Awareness of the need for Change

Desire to participate and support the Change

Knowledge on how to Change

Ability to implement required skills and behaviors

Reinforcement to sustain the Change

A key insight to always remember is "Organizations don't change, individuals do", "Change happens one person at a time". - Prosci

5. An 8 step process for Leading Change - John P. Kotter

Dr. John P. Kotter, the Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard Business School, invented the 8-Step Process for Leading Change. It consists of eight stages: 1. Establish a Sense of Urgency 2. Create the Guiding Coalition 3. Develop a Vision and Strategy 4. Communicate the Change Vision

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5. Empower Employees for Broad-Based Action 6. Generate Short-Term Wins 7. Consolidate Gains and Produce More Change 8. Anchor New Approaches in the Culture

6. Agile Development Methodology, OCM & Agile Organizations The Agile Development Methodology is a direct response to the constant disruption of a constantly changing environment.

"Agile software development describes a set of values and principles for software development under which requirements and solutions evolve through the collaborative effort of self-organizing cross-functional teams. It advocates adaptive planning, evolutionary development, early delivery, and continuous improvement, and it encourages rapid and flexible response to change. These principles support the definition and continuing evolution of many software development methods." - Wikipedia

The Innovation Diffusion model. of change discussed in earlier section requires time for the majority of people impacted by the Change to fully adopt the Change. Today, it is rare that you have the time you would like fully inculcate a Change. More typically, there are other Changes happening that affect your initiative before you can complete the implementation of the Change you are trying to make. Agile is designed to dynamically adjust to changes in scope imposed by the constantly changing environment. Agile development principles should be considered in all Change initiatives.

The Manifesto for Agile Software Development is based on twelve principles: 1. Customer satisfaction by early and continuous delivery of valuable software 2. Welcome changing requirements, even in late development (culture of Embracing

Change) 3. Working software is delivered frequently (weeks rather than months) 4. Close, daily cooperation between business people and developers 5. Projects are built around motivated individuals, who should be trusted 6. Face-to-face conversation is the best form of communication (co-location) 7. Working software is the primary measure of progress 8. Sustainable development, able to maintain a constant pace 9. Continuous attention to technical excellence and good design 10. Simplicity - the art of maximizing the amount of work not done - is essential 11. Best architectures, requirements, and designs emerge from self-organizing teams 12. Regularly, the team reflects on how to become more effective, and adjusts accordingly

Organizational Change Management, or OCM, is a discipline that enables an organization to transform from where it is today to where it wants to be in the future with minimal disruption. An OCM strategy is developed at the beginning of a large-scale business transformation initiative. OCM techniques like stakeholder analysis, communication, and training, are used throughout the business transformation initiative until the Change becomes rooted in the organization’s culture. Think of OCM as a set of levers that leaders can use to accelerate

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the pace of Change in their organization without losing their customers, missing important deadlines, or frustrating their workforce. Organizations should consider using OCM when the changes they need to make span the triad of people, processes, and technology. Or, when the expected impact of the change is significant and wide spread. When OCM strategy and techniques are integrated with the organization’s plans for business transformation, the pace of Change is accelerated and the organization realizes results sooner. It is very important to harmonize your Organizational Change Management process with your Agile development process so that your Change Management activities remain aligned in time and scope of the overall change initiative. Be constantly aware of the context of your Change initiative and be nimble / agile to pivot when more Change comes. Sponsors must remain Agile in their mindset and actions. Resistance to Change will remain natural for some people into the foreseeable future. A useful thought exercise is to consider two questions "What will the future look like with the Change?" contrasted with "What will the future look like without the change?". Surprisingly the answer to the second question is the hardest one to answer. It is never simply that "things will stay the same". For example, If an organization wide change is not implemented, your company may no longer be competitive and the workforce may be negatively impacted.

Significant organization wide change requires the application of a formal OCM methodology integrated with Agile principles to be successful. Successful Change achieves the desired benefits of the project and also reinforces the evolving culture of Embracing Change.

2. Continuous Improvement, Continuous Learning, Growth Mindset Continuous Improvement can be a formal methodology, but it is first of all a mindset. As its' name implies, it arises out of a consistent desire to make your life, your workplace, your family and, by extension, the world better. People who exhibit this mindset are early adopters of the Embracing Change culture. They have a natural curiosity, a continuous learning attitude and are open-minded and flexible to new options/solutions - we should all strive to have the Continuous Improvement Mind-Set at work, at play and in our personal lives. I consider myself an early adopter of Change in my personal life and I have experience with formal Continuous Improvement and other methodologies and tools in the Information Technology and Business spaces as well. E.G. The Kaizen method of continuous incremental improvements is an originally Japanese management concept for incremental (gradual, continuous) change (improvement). Kaizen is actually a "way of life" philosophy, founded on the belief that every aspect of our life deserves to be constantly improved. Using Continuous Improvement as a formal methodology, it is crucial that a formal Continuous Improvement Plan be created to fully realize benefits of a Change and to inculcate a positive orientation towards Change. This will help the work culture to be more accepting and hopefully drive change - thus making the inevitable plethora of future Changes more successful. A Continuous Improvement plan (for a single change initiative) can operate locally under the operating budget of the impacted business unit - only looping into the corporate Investment Portfolio ranking process for initiatives that could have interdepartmental or enterprise impact. Ideally an enterprise wide Continuous Improvement Program exists with each project and sustainment program providing a steady stream of inputs (ideas / proposals). Reference "The many plans that drive the Change Engine" by the same author.

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A Continuous Improvement idea or project can operate in each of the 3 levels of change; System (How), Organization (What / Who), and Paradigm shift (Why)). Reference "Know the Level of Change you're Trying to Make" and the "WWWHow model" by the same author.

The Continuous Improvement plan will include: • documentation of the expectations of staff and leaders to participate in the Continuous

Improvement program • documentation of the process for documenting, submitting, vetting, and approving a

Continuous Improvement idea / proposal • documentation of the Continuous Improvement tools, techniques and training available

to staff • identification of a leadership sponsor for the Continuous Improvement program • documentation of a charter for the program similar to any other change initiative. This

means, for example, that it will have its own Governance Plan.

The scope of a Continuous Improvement Plan can be that of a single change initiative / program or a business Unit or for the whole enterprise. If there is no existing Continuous Improvement program in place, it is highly recommended that your current Change initiative demonstrate leadership and put one in place for your project. There is a very low investment cost and high payout for putting a simple administrative process in place and having someone champion the program.

Continuous Improvement is necessary to survive. Best to take control of it yourself or someone else will and then Change will be foist upon you, outside of your control.

For a Continuous Improvement attitude / orientation to change to become a "Norm", information flow and situational Awareness must become a high priority.

Once a Continuous Improvement philosophy and program is established, it often expands in scope to emphasize innovation. A Continuous Improvement program will foster a culture of Embracing Change in an organization.

Carol S. Dweck, Ph.D. in her book MINDSET: The new Psychology of Success describes the differences between two prevalent Mindsets. A FIXED mindset (Nature) individual believes you are born into this world with a fixed set of natural talent and intelligence (and that's all you get). A fixed mindset individual is driven by a desire to look smart, avoids challenges, gives up easily, sees effort as fruitless, often ignores useful negative feedback, and is threatened by the success of others. The GROWTH mindset (Nurture) individual, in contrast, believes that talents can be developed, learned and improved through learning, hard work and practice Challenges are embraced as learning opportunities. Persistence is a common characteristic in Growth mindset individuals. Most of us will have some aspects of both mindsets in our character. Adopting more of the Growth mindset attributes will help you succeed in life and, by example, help yourself and others support the emerging culture of embracing today's constant change.

3 Evolving Values frame of reference Each of us has a set of Values we try to live by. We naturally seek friends and workmates who share our values. Many people are fortunate in that they learned good values from their



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parents. Others, have learned from the "school of hard knocks". Life is a continual learning experience and our values framework is always being refined.

Valuing continual learning is a Value. Being open to new ideas is a Value. Acting in the best interest of others is a Value.

As a leader, "Walk the Talk", "Put your Money (behaviour) where your mouth is" "Lead by example" are all examples of expressions counselling leaders that their personal actions must reflect the same Change in behaviour they are exhorting others to make. Leaders must be early adopters of the Change they want to see in others. This provides the necessary credibility from the sponsor of the Change to encourage support of others for the Change.

As an individual, live by the values you would like all others to share. "Be the change you want to see in the world" - Mohandas Ghandi, The Mahatma.

4. Theory U: Leading / Learning from the Future as it Emerges "Presencing," a blend of the words "presence" and "sensing," refers to the ability to sense and bring into the present one's highest future potential—as an individual and as a group. Theory U offers both a new theoretical perspective and a practical social technology. As a theoretical perspective, Theory U suggests that the way in which we attend to a situation determines how a situation unfolds: I attend this way, therefore it emerges that way. As a practical social technology, Theory U offers a set of principles and practices for collectively creating the future that wants to emerge (following the movements of suspending, redirecting, letting go, presencing, letting come, enacting, and embodying)."- From Presencing Institute web site.

I have no personal experience in consciously applying Theory U, but from reading about it (open-mindedly), I find it full of possibility. I encourage you to learn more if this teaser spikes your interest as it did mine. The text below is from the Presencing Institute (Executive Summary). Also, Check out Otto Scharmer on YouTube.

"Using his experience working with some of the world's most accomplished leaders and innovators, Otto Scharmer shows in Theory U how groups and organizations can develop seven leadership capacities in order to create a future that would not otherwise be possible. Tapping Our Collective Capacity We live in a time of massive institutional failure, collectively creating results that nobody wants. Climate change. AIDS. Hunger. Poverty. Violence. Terrorism. Destruction of communities, nature, life — the foundations of our social, economic, ecological, and spiritual well being. This time calls for a new consciousness and a new collective leadership capacity to meet challenges in a more conscious, intentional, and strategic way. The development of such a capacity would allow us to create a future of greater possibilities. Illuminating the Blind Spot Why do our attempts to deal with the challenges of our time so often fail? Why are we stuck in so many quagmires today? The cause of our collective failure is that we are blind to the deeper dimension of leadership and transformational change. This "blind spot" exists not only in our

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collective leadership but also in our everyday social interactions. We are blind to the source dimension from which effective leadership and social action come into being. We know a great deal about what leaders do and how they do it. But we know very little about the inner place, the source from which they operate. It is this source that "Theory U" attempts to explore.

The U: One Process, Five Movements

When leaders develop the capacity to come near to that source, they experience the future as if it were "wanting to be born" — an experience called "presencing." That experience often carries with it ideas for meeting challenges and for bringing into being an otherwise impossible future. Theory U shows how that capacity for presencing can be developed. Presencing is a journey with five movements: As the diagram illustrates, we move down one side of the U (connecting us to the world that is outside our institutional bubble) to the bottom of the U (connecting us to the world that emerges from within) and up the other side of the U (bringing forth the new into the world). On that journey, at the bottom of the U, lies an inner gate that requires us to drop everything that isn't essential. This process of letting-go (of our old ego and self) and letting-come (our highest future possibility: our Self) establishes a subtle connection to a deeper source of knowing. The essence of presencing is that these two selves — our current self and our best future Self — meet at the bottom of the U and begin to listen and resonate with each other. Once a group crosses this threshold, nothing remains the same. Individual members and the group as a whole begin to operate with a heightened level of energy and sense of future possibility. Often, they then begin to function as an intentional vehicle for an emerging future. Seven Theory U Leadership Capacities The journey through the U develops seven essential leadership capacities: 1. Holding the space of listening: The foundational capacity of the U is listening. Listening to

others, listening to oneself, and listening to what emerges from the collective. Effective listening requires the creation of open space in which others can contribute to the whole.

2. Observing: The capacity to suspend the "voice of judgment" is key to moving from projection to true observation.



3. Sensing: The preparation for the experience at the bottom of the U — presencing — requires the tuning of three instruments: the open mind, the open heart, and the open will. This opening process is not passive but an active "sensing" together as a group. While an open heart allows us to see a situation from the whole, the open will enables us to begin to act from the emerging whole.

4. Presencing: The capacity to connect to the deepest source of self and will allows the future to emerge from the whole rather than from a smaller part or special interest group.

5. Crystallizing: When a small group of key persons commits itself to the purpose and outcomes of a project, the power of their intention creates an energy field that attracts people, opportunities, and resources that make things happen. This core group functions as a vehicle for the whole to manifest.

6. Prototyping: Moving down the left side of the U requires the group to open up and deal with the resistance of thought, emotion, and will; moving up the right side requires the integration of thinking, feeling, and will in the context of practical applications and learning by doing.

7. Performing: A prominent violinist once said that he couldn't simply play his violin in Chartres cathedral; he had to "play" the entire space, what he called the "macro violin," in order to do justice to both the space and the music. Likewise, organizations need to perform at this macro level: they need to convene the right sets of players (frontline people who are connected through the same value chain) and to engage a social technology that allows a multi-stakeholder gathering to shift from debating to co-creating the new.

Theory U Encourages You to Step into the Emerging Future Examples of these seven Theory U leadership capacities can be found in a number of multi-stakeholder innovations and corporate applications. The Presencing Institute is dedicated to developing these new social technologies by integrating science, consciousness, and profound social change methodologies." - end of quote

5. Creating Tipping points From Wikipedia "In sociology, a tipping point is a point in time when a group — or a large number of group members — rapidly and dramatically changes its behavior by widely adopting a previously rare practice." The term was popularized by Malcolm Gladwell in his book titled "The Tipping Point: How little things can make a big difference". Read it and re-read it for inspiration.

"The tipping point is that magic moment when an idea, trend, or social behavior crosses a threshold, tips, and spreads like wildfire. Just as a single sick person can start an epidemic of the flu, so too can a small but precisely targeted push cause a fashion trend, the

popularity of a new product, or a drop in the crime rate. This widely acclaimed bestseller, in which Malcolm Gladwell explores and brilliantly illuminates the tipping point phenomenon, is already changing the way people, throughout the world, think about selling products and disseminating ideas.

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Gladwell introduces us to the particular personality types who are natural pollinators of new ideas and trends, the people who create the phenomenon of word of mouth. He analyzes fashion trends, smoking, children's television, direct mail, and the early days of the American Revolution for clues about making ideas infectious, and visits a religious commune, a successful high-tech company, and one of the world's greatest salesmen to show how to start and sustain social epidemics."

Gladwell describes 3 powerful forces in creating Change (social epidemics).

1. The power of the few The FEW are three powerful personalities Gladwell articulates as critical to your Change initiative. Start here and make sure you have all 3 engaged in your Change initiative. These will be your Champions.

Connectors: Individuals who know lots of people and like to spread the word about innovative ideas and resources,

Mavens: individuals who accumulate knowledge and like to share it,

Salespeople: individuals with the power to persuade people to action.

Find and enroll these few key people/champions and build the program from there. Bruno Aziza uses interviews to find and develop champions.

Interviewing / networking should not be about the interviewer but what the interviewer can do to help the interviewee. Bruno Aziza says "It's my mantra. And you have to be genuine about it. People can detect a bull-shitter." Go beyond the expected, generously.

To use interviews to reach contacts you aspire to know, apply Bruno's key success factors:

• Use your current contacts to meet the people you aspire to interview. • Prepare completely for the interview. Know your interview subject, their work, and

what they are trying to accomplish. Identify questions to lead them to their key messages.

• Always respect your time commitments. Be on time. Have your technology ready to go. Keep the interview brief and focused.

• Say "thank you". Make the person you interviewed happy they took the time to talk to you.

• Tell them when and where the interview will be published. Let them know when it is available. And then thank them again.

2. Stickiness Gladwell says ". . . the hard part of communication is often figuring out how to make sure a message doesn't go in one ear and out the other. Stickiness means that a message makes an impact".

Gladwell tells us that "the stickiness factor, a relatively simple change in the presentation and structuring of information, can make a big difference in how much of an impact is



made." These small but strategic language and programmatic changes can have a profound impact on organizational transformation.

When your program is aligned with the focus of the organization, the strategic plan and capacity building, you can shift status quo thinking about the role and impact of the your Change initiative. What will you need to support your organizations strategic plan?

By aligning the work to high impact assignments that are based on organizational need you can change the thinking of your organization about the program while helping them to be more effective, efficient and impactful. Instead of a huge rollout, you can concentrate your resources in a few key areas.

Focus on alignment with the "greater good" and your initiative will have a good chance of being "Sticky".

It also helps to have a memorable catch phrase associated with the change initiative that becomes inculcated with the targeted community.

3. The power of Context The Power of Context is the impact of the environment on the Change. "Environmental Tipping Points are the things we can change." Gladwell states that "human beings are a lot more sensitive to their environment than they seem." We can set the stage for Change by identifying what is in it for our stakeholders, identifying how the Change will impact their reality, and explaining the context of current organizational reality.

Whether our environment is Change adverse or poised for Change, we can define the context for small incremental changes within our organizations based on environmental reality. Often our work has little to do with current reality, but is based on "what we have always done before. By acknowledging organizational reality and pace of Change reality, we make it easier for stakeholders to embrace change because it is more relevant to them and their constituencies.

What small incremental changes can you make that will create a Tipping Point for your organization, enabling them to see the value of your individual / project / business unit's contribution to achieving Strategic plan, Vision & Mission?

The Tipping Point calls us to look at Change from a different perspective. Gladwell tells us that change is possible and behavior and beliefs can be transformed when there is the "right kind of impetus." By mobilizing the champions for Change with the most influence, making small incremental changes and by establishing the context for Change, we can begin to influence our organizations to embrace Change.

What ubiquitous Change could be introduced which would have a secondary effect of causing humanity to shift their Change paradigm?? Is it already happening with Smart phones and the Cloud?

Several theories exist which may explain how "second order effect" propagates. Perhaps instead of addressing head on, creating a Tipping point for Embracing Change, we'd be more successful thinking of tactics that have a secondary/tertiary effect of increasing the likelihood of an Embracing Change culture.



'Chaos' is an interdisciplinary theory stating that within the apparent randomness of chaotic complex systems, there are underlying patterns, constant feedback loops, repetition, self-similarity, fractals, self-organization, and reliance on programming at the initial point known as sensitive dependence on initial conditions. The butterfly effect describes how a small change in one state of a deterministic nonlinear system can result in large differences in a later state, e.g. a butterfly flapping its wings in Brazil can cause a tornado in Texas - Wikipedia

A domino effect or chain reaction is the cumulative effect produced when one event sets off a chain of similar events. The term is best known as a mechanical effect, and is used as an analogy to a falling row of dominoes. It typically refers to a linked sequence of events where the time between successive events is relatively small. It can be used literally (an observed series of actual collisions) or metaphorically (causal linkages within systems such as global finance or politics). - Wikipedia

The terms virtuous circle and vicious circle (also referred to as virtuous cycle and vicious cycle) refer to complex chains of events that reinforce themselves through a feedback loop. A virtuous circle has favorable results, while a vicious circle has detrimental results. - Wikipedia

Viral phenomena are objects or patterns that are able to replicate themselves or convert other objects into copies of themselves when these objects are exposed to them. They get their name from the way that viruses propagate. This has become a common way to describe how thoughts, information, and trends move into and through a human population. "Viral media" is a common term whose popularity has been fueled by the rapid rise of social network sites alongside declining advertising rates and an extremely fragmented audience for broadcast media. "Viral media" uses viral metaphors of "infection" and "contamination", which means that audiences play as passive carriers rather than an active role to "spread" contents. Memes are possibly the best-known example of informational viral patterns. - Wikipedia

The hundredth monkey effect is a hypothetical phenomenon in which a new behavior or idea is claimed to spread rapidly by unexplained means from one group to all related groups once a critical number of members of one group exhibit the new behavior or acknowledge the new idea. - Wikipedia.

- - - - -

For existing or proposed Business projects the Innovation Diffusion model is helpful.

Specific to this model is the 16% Rule. "When 16% of a population adopts a common belief/behaviour (Tipping point), the belief / idea / behaviour very quickly spreads though the entire population."

Reference Innovate or Die

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How could we create Microtrends: The Small Forces Behind Tomorrow's Big Changes?

How could this thought be applied to Change initiatives in your organization?

Successful specific Change Initiatives will themselves help create a culture of Embracing Change by reducing the limiting belief that Change should be feared.

6. Make New Products and Ideas Contagious Jonah Berger in his book "Contagious: Why Things Catch On", describes six principles that help products and ideas become more contagious. According to Berger the six Principles are: "1: Social Currency - We share things that make us look good

Does talking about your product or idea make people look good? Can you find the inner remarkability? Leverage game mechanics? Make people feel like insiders? How does it make people look to talk about a product or idea? Most people would rather look smart than dumb, rich than poor, and cool than geeky. Just like the clothes we wear and the cars we drive, what we talk about influences how others see us. It’s social currency. Knowing about cool things — like a blender that can tear through an iPhone—makes people seem sharp and in the know. So to get people talking we need to craft messages that help them achieve these desired impressions. We need to find our inner remarkability and make people feel like insiders. We need to leverage game mechanics to give people ways to achieve and provide visible symbols of status that they can show to others.

2: Triggers - Top of mind, tip of tongue Consider the context. What cues make some people think about your product or idea? How can you grow the habitat and make it come to mind more often? How do we remind people to talk about our products and ideas? Triggers are stimuli that prompt people to think about related things. Peanut butter reminds us of jelly and the word “dog” reminds us of the word “cat.” If you live in Philadelphia, seeing a cheesesteak might remind you of the hundred dollar one at Barclay Prime. People often talk about whatever comes to mind, so the more often people think about a product or idea, the more it will be talked about. We need to design products and ideas that are frequently triggered by the environment and create new triggers by linking our products and ideas to prevalent cues in that environment. Top of mind leads to tip of tongue.

3: Emotion - When we care, we share Focus on feelings. Does talking about your product or idea generate emotions? How can you Kindle the fire? When we care, we share. So how can we craft messages and ideas that make people feel something? Naturally contagious content usually evokes some sort of emotion. Blending an iPhone is surprising. A potential tax hike is infuriating. Emotional things often get shared. So rather than harping on function, we need to focus on feelings. But as we’ll discuss, some emotions increase sharing, while others actually decrease it. So we need to pick the right emotions to evoke. We need to kindle the fire. Sometimes even negative emotions may be useful.

4: Public- Built to show, built to grow

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Does your product or idea advertise itself? Can people see when others are using it? If not, how can you make the private public? Can you create behavioural residue that sticks around even after people use it? Can people see when others are using your product or engaging in your desired behavior? The famous phrase “Monkey see, monkey do” captures more than just the human tendency to imitate. It also tells us that it’s hard to copy something you can’t see. Making things more observable makes them easier to imitate, which makes them more likely to become popular. So we need to make our products and ideas more public. We need to design products and initiatives that advertise themselves and create behavioral residue that sticks around even after people have bought the product or espoused the idea.

5: Practical Value- News you can use Does talking about your product or idea help people help others? How can you highlight incredible value, packaging your knowledge and expertise into useful information others will want to disseminate? How can we craft content that seems useful? People like to help others, so if we can show them how our products or ideas will save time, improve health, or save money, they’ll spread the word. But given how inundated people are with information, we need to make our message stand out. We need to understand what makes something seem like a particularly good deal. We need to highlight the incredible value of what we offer—monetarily and otherwise. And we need to package our knowledge and expertise so that people can easily pass it on.

6: Stories - Information travels under the guise of idle chatter What is your Trojan Horse? Is your product or idea embedded in a broader narrative that people want to share? Is the story not only viral but also valuable? What broader narrative can we wrap our idea in? People don’t just share information, they tell stories. But just like the epic tale of the Trojan Horse, stories are vessels that carry things such as morals and lessons. Information travels under the guise of what seems like idle chatter. So we need to build our own Trojan horses, embedding our products and ideas in stories that people want to tell. But we need to do more than just tell a great story. We need to make virality valuable. We need to make our message so integral to the narrative that people can’t tell the story without it.

- - - - - - These are the six principles of contagiousness: products or ideas that contain Social Currency and are Triggered, Emotional, Public, Practically Valuable , and wrapped into Stories. Each chapter focuses on one of these principles. These chapters bring together research and examples to show the science behind each principle and how individuals, companies, and organizations have applied the principles to help their products, ideas, and behaviors catch on. These principles can be compacted into an acronym. Taken together they spell STEPPS. Think of the principles as the six STEPPS to crafting contagious content. These ingredients lead ideas to get talked about and succeed. People talked about the hundred-dollar cheesesteak at Barclay Prime because it gave them Social Currency, was Triggered (high frequency of cheesesteaks in Philadelphia), Emotional (very surprising), Practically Valuable (useful information about high quality steakhouse), and wrapped in a Story. Enhancing these components in messages, products, or ideas will make them more likely to spread and become



popular." - End of Quote. For detailed examples and techniques, get a copy of Jonah Berger Contagious: Why Things Catch On, It's a good read and very instructive.

7. Proactive Open-minded Imagination When trying to generate an innovative solution to a problem, it helps to consciously put aside any limiting beliefs that may be part of your make-up. e.g. constrained resources ($, staff, equipment). Limiting beliefs may be a reality and may need to be addressed directly later, but try not to let them get in the way of creating a great idea. Play with the What If... thought construct. What if there were no constraints; what solutions could you think of? What new

ideas / change initiatives can you dream up? ,.This process is sometimes called Imagineering or Blue Sky thinking. BEWARE of (consciously or unconsciously) making unnecessary or bad assumptions.

This process of consciously unbinding our thinking from assumptions frees up an innovative flow of ideas.





Summary To thrive in today's environment of constant Change, a new paradigm is required. We can no longer respond to Change with apprehension and fear, we must embrace the possibilities presented by Change and put a lens on those that can impact our lives and the lives of others. This will have two very positive general effects.

• A culture of Embracing Change will become contagious. • This in turn will foster innovation and most of today's problems will be resolved.

We may accidentally create a few new problems along the way, but they will quickly be addressed as humankind continues to create a very positive future. The tips in this paper will help you on the journey.

In the project and organizational leadership domains, I have experience in successfully creating a culture of embracing change for those impacted by my projects and organizational improvement initiatives. My views on successfully implementing Change initiatives have been articulated in other white papers posted on my website www.WWWHow.ca. Follow the link for more information.

Several times in my career I was offered challenging jobs that had been turned down by others. My attitude was always that "There is no such thing as a bad JOB, only opportunities to make bigger positive contributions". This perspective has helped me to contribute far beyond the expectations of the assignments. I was very open minded and very wary of "limiting belief" assumptions. After the results of one of my projects were labelled as a "Miracle", I was asked to build a course and teach Project Management. At the time, I was not fully consciously aware of what I was doing to drive consistent success of my projects but I did know it was more complex than an ABC Project Management method. It was clear to me, however, that "What am I uniquely doing that makes my projects so successful (in the clients eyes)?" was an important question and thus I became enamoured with the subject of Change Management (even though the label was not in the vernacular at the time). - I was an early adopter of "Embracing Change" as a culture.

Key learnings explored in this paper are:

1. Embracing the Internet as a Resource is a key tactic for an individual learning to be more comfortable with the constant disruptive Change in our lives.

2. Try to make every Change have a positive outcome for yourself and others. 3. All Changes have and Ending and a New Beginning. It is a transition which can be

managed. 4. Always focus on the aspects of the Change you can influence. 5. Develop Listening skills and listen first. 6. Deliver more value at less cost than is expected. In this way you open people's minds to

new possibilities and you get to "Play" again and again. This needs to be a new Mind-set.

7. Significant organization wide Change requires the application of a formal OCM methodology integrated with Agile principles to be successful. Successful Change

http://www.wwwhow.ca/white-papers.php�



achieves the desired benefits of the project and also reinforces the evolving culture of Embracing Change.

8. Organizationally, having a track record of successful Change is the best way to foster a culture of Embracing Change. This in turn increases the likelihood that the Next and the Next . . . Change will be successful.

9. Like the proverb "give a man a fish and you feed him for a day, teach a man to fish and you feed him for a lifetime". increasing an individual's or organization's capacity/capability for Change is more important than implementing a specific change.

10. A Continuous Improvement Program will help foster a culture of Embracing Change in your organization - be a supporter or even a champion.

The advances in technology will continue to accelerate.

The war on disease and hunger will be won - what will this mean for society and government? Driverless cars are close - we already have driverless airplanes. We will all have to adopt to these Changes and many others very soon.

The key to supporting the emergence of an Embracing Change Culture on a global scale is for each of us to become more comfortable with Change. In this way, the personal successes derived from being open minded and Embracing Change will beget more successes and an Embracing Change culture will become contagious. Be persistent, Be patient and Be open-minded.

If you're a Change Leader, ... then integrate your Agile Development, Project Management, and Change Management methodologies. Be an Agile individual, Be an Agile project, Be an Agile Organization.

If you/re an Individual Contributor, be Open-minded, develop Transition skills and find ways to optimize the positive impact of Change on yours and others lives.

If you're an Educator, get up to speed on the pace and amount of Change being experienced in the world and explore what changes may be required in your curricula as a result. e.g. courses on helping people cope with Change and the awareness that things are constantly going to change - it's unavoidable, so be prepared and embrace it.

Get engaged with Change. I promise the journey will be thrilling and rewarding - wherever it takes us or better still - wherever we take it!!

Enjoy the Challenges! Enjoy the Journey! Enjoy the Future you help create!

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Thought Provoking Quotes about Change You must give up the way it is to have it the way you want it - Anonymous

The main obstacle to discovery is not ignorance, it is the illusion of knowledge - Anonymous

Any change, even a change for the better, is always accompanied by drawbacks and discomforts. - Arnold Bennett

Readjusting is a painful process, but most of us need it at one time or another. - Arthur Christopher Benson

Very often a change of self is needed more than a change of scene. - Arthur Christopher Benson

When you come to a fork in the road - Take it. - Yogi Bera

To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly. - Henri Bergson

Resistance is futile - the Borg

All models are wrong, but some are more useful than others - George E.P. Box Center of Quality and Productivity Improvement.

I've never met a person, I don't care what his condition, in whom I could not see possibilities. I don't care how much a man may consider himself a failure, I believe in him, for he can change the thing that is wrong in his life anytime he is prepared and ready to do it. Whenever he develops the desire, he can take away from his life the thing that is defeating it. The capacity for reformation and change lies within. - Preston Bradley

The half life of the average job skill is now about five years, so if we are not continually refreshing our skills, we rapidly become marginalized and irrelevant - John Seely Brown Just as repetition reinforces repetition, change begets change. I guess the truth is, we never really know what is coming. Sometimes, the only way to find out where you fit in is to step out of your routine. Because sometimes to find out "where you really belong" has been waiting right around the corner all along. Personal log Michael Burnham - Lieutenant Commander Starship Discovery 2136

Culture happens when people get together. It entails the shared worldview, values, beliefs, norms, and behaviors of a group. It's our collective comfort zone. - Stephano Carulli

All great changes are preceded by chaos. - Deepak Chopra

Success is the ability to go from one failure to another with no loss of enthusiasm - Sir Winston Churchill

There is nothing wrong with Change, as long as it is in the right direction - Sir Winston Churchill

It takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But there is no real security in what is no longer meaningful. There is more security in the adventurous and exciting, for in movement there is life, and in change there is power. - Alan Cohen



He that has energy enough to root out a vice should go further, and try to plant a virtue in its place. - Charles Caleb Colton

The greatest danger in times of turbulence is not the turbulence: it is to act with yesterdays logic. - Peter Drucker

The important thing is this: To be able at any moment to sacrifice what we are for what we could become. - Charles Dubois

It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. - Charles Darwin

If I had an hour to save the world, I would spend 59 minutes defining the problem and one minute finding solutions. - Albert Einstein

If you believe you can or you believe you can’t – you are right - Henry Ford.

All changes, even the most longed for, have their melancholy, for what we leave behind us is a part of ourselves; we must die to one life before we can enter into another. - Anatole France

When I feel anxiety in my gut, I know I am about to learn something - Buckminster Fuller

The first step toward change is acceptance. Once you accept yourself, you open the door to change. That's all you have to do. Change is not something you do, it's something you allow. - Will Garcia, person with AIDS

Be the change you want to see in the world - Mohandas Ghandi, The Mahatma.

The tipping point is that magic moment when an idea, trend, or social behavior crosses a threshold, tips, and spreads like wildfire - Malcolm Gladwell

If you want to bring a fundamental change in people's belief and behavior. you need to create a community around them, where those new beliefs can be practiced and expressed and nurtured. - Malcolm Gladwell

Economists often talk about the 80/20 Principle, which is the idea that in any situation roughly 80 percent of the “work” will be done by 20 percent of the participants. In most societies, 20 percent of criminals commit 80 percent of crimes. Twenty percent of motorists cause 80 percent of all accidents. Twenty percent of beer drinkers drink 80 percent of all beer. When it comes to epidemics, though, this disproportionality becomes even more extreme: a tiny percentage of people do the majority of the work. - Malcolm Gladwell

Sesame Street succeeded because it learned how to make television sticky. - Malcolm Gladwell

The Law of the Few says that there are exceptional people out there who are capable of starting epidemics. All you have to do is find them. The lesson of stickiness is the same. There is a simple way to package information that, under the right circumstances, can make it irresistible. All you have to do is find it. - Malcolm Gladwell

I wasn't smart enough about people. I was reflecting my engineering background and was insufficiently appreciative of human dimensions. I've learned that's critical. - Michael Hammer, author, Reengineering the corporation: A manifesto for business Revolution.



We accept the verdict of the past until the need for change cries out loudly enough to force upon us a choice between the comforts of inertia and the irksomeness of action. - Learned Hand

I think there are good reasons for suggesting that the modern age has ended, Today many things indicate that we are going through a transitional period - where it seems that something is on its way out and something else is painfully being born. It is as something is crumbling, decaying and exhausting itself while something else, still indistinct, were arising from the rubble. - Vaclav Havel

There is nothing permanent except change - Heraclitus, Greek philosopher 5th century BC.

The reality is that changes are coming... They must come. You must share in bringing them. - John Hersey

Our minds become magnetized with the dominating thoughts we hold in our minds and these magnets attract to us the forces, the people, the circumstances of life which harmonize with the nature of our dominating thoughts. - Napoleon Hill 1937

Of all the ages of civilization, this is the most favorable for the development of the imagination, because it is the age of rapid change - Napoleon Hill 1937 (even truer today)

The most significant change in a person's life is a change of attitude. Right attitudes produce right actions. - William J. Johnston

I have accepted fear as a part of life - specifically the fear of change... I have gone ahead despite the pounding in the heart that says: turn back.. - Erica Jong

When one door of happiness closes, another opens; but often we look so long at the closed door that we do not see the one which has been opened for us. - Helen Keller

The one unchangeable certainty is that nothing is certain or unchangeable. - John F. Kennedy

If the mind were simple enough for us to understand, we would be too simple to understand it - Ray Kurzweil

When patterns are broken, new worlds emerge. - Tuli Kupferberg

Change the fabric of your own soul and your own visions, and you change all. - Vachel Lindsay

It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the introduction of a new order of things. The initiator has as enemies all those who have done well under the old conditions and merely lukewarm defenders in those who may do well under the new. - Machiavelli "The Prince" 1513

If you want to change your life, change your mind. - Terry Martin

God, grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference. - Reinhold Niebuhr

There should be no attempt to Manage/Control Change. Managing change will often discourage Real Change - The effort should be focused on encouraging a positive attitude towards Change so that Change will happen organically. - Russ Paddington



Give a man a fish and you feed him for a day, teach a man to fish and you feed him for a lifetime - proverb

Just when the caterpillar thought its world was over, It turned into a butterfly - proverb

The curious paradox is that when I accept myself just as I am, then I can change. - Carl Rogers

A creative man is motivated by the desire to achieve, not by the desire to beat others. - Ayn Rand

If you don't know, the thing to do is not to get scared, but to learn. - Ayn Rand

He who cannot change the very fabric of his thought will never be able to change reality. - Anwar Sadat

Change is hardest at the beginning, messiest in the middle and best at the end. - Robin S. Sharma

The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself" - George Bernard Shaw

Progress is impossible without change, and those who cannot change their minds cannot change anything. - George Bernard Shaw

Every man takes the limits of his own field of vision for the limits of the world - Schopenhauer

The greatest potential for growth in productivity is at the interface of our differences - Bob Tannenbaum

We must learn to view change as a natural phenomenon - to anticipate it and to plan for it. The future is ours to channel in the direction we want to go... we must continually ask ourselves, "What will happen if...?" or better still, "How can we make it happen?" - Lisa Taylor

It's never too late - in fiction or in life - to revise. - Nancy Thayer

Things do not change; we change. - Henry David Thoreau

Loyalty to a petrified opinion never yet broke a chain or freed a human soul. - Mark Twain

No amount of sophistication is going to allay the fact that all your knowledge is about the past, all your decisions are about the future - Ian E Wilson SRI International

They say that time changes things, but you actually have to change them yourself. - Andy Warhol

You can't go home again - Thomas Wolfe



References & Useful Readings

Ackoff, Russell L., 1981, Creating the Corporate Future: Plan or be Planned for, John Wiley & Sons

Barker, Joel, 1986, videotape, Discovering the Future: The Business of Paradigms.

Berger, Jonah. Contagious: Why Things Catch On, Simon & Schuster

Dickie, Richard, 2011, The WWWHow Model, www.WWWHow.ca

Dickie, Richard, 2011, OMG: The Accelerating Pace of Change - Implications. Are you ready?, www.WWWHow.ca

Dickie, Richard, 2011, Knowing the Type/Level of Change You're Trying to Make, www.WWWHow.ca

Dickie, Richard, 2011, The Influence of your Cure Beliefs about Change - on Change, www.WWWHow.ca

Dickie, Richard, 2011, Change Leadership / Management: A Business Outcomes Biased Perspective, www.WWWHow.ca

Dickie, Richard, 2011, The Many Plans that Drive the Change Engine, www.WWWHow.ca

Dweck, Carol S., 2006, 2016, MINDSET: The New Psychology of Success, Random House

Gladwell, Malcolm, 2008, Outliers: The Story of Success, Little Brown and Company

Gladwell, Malcolm, 2005, Blink: The Power of Thinking Without Thinking, Little, Brown and Company

Gladwell, Malcolm, 2000,2002, The Tipping Point: How Little Things Make a Big Difference, Little, Brown and Company

Kotter, John P., 1996.Leading Change. Harvard Business School Press

Kurzweil, Ray, 2005, The Singularity is Near: When Humans Transcend Biology, Penguin Books

Harrison, Don, Implementation Management Associates - Accelerating Implementation Methodology (AIM)

Hiebert, Murray, 2018, Seniors: Different Strokes for Different Folks, LinkedIn

Hiatt, Jeffrey M, 2006 ADKAR: A model for change in Business Government and our community, Prosci Research

Lechler, Thomas G. PhD & Byrne, John C. PhD, 2010, The Mindset For Creating Project Value, Project Management Institute

Scharmer, Otto, 2016, Theory U: Leading from the Future as it Emerges,

Senge, Peter, 1990, The Fifth Discipline, The art and practice of the learning organization, Doubleday


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https://www.amazon.ca/Mindset-Psychology-Carol-S-Dweck-ebook/dp/B000FCKPHG�

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http://www.supersummary.com/The%20Tipping%20Point/summary/�


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About the author Richard's formal education is in applied mathematics and computer science from the University of Waterloo in Ontario, Canada. His practical education is derived from his work experience in IT Project / program management and organizational leadership (Oil & Gas & IT Services Industries). He is certified in Prosci's® Change management methodology (2011) and IMA's AIM© Change Management Methodology (2012).

Richard is passionate about helping business enterprises, teams, and individuals succeed in introducing sustained positive Change - The Critical Success Factors of actualizing effective change are fundamentally the same whether the change is the introduction of a new business culture, a new business function, a new business system or a new technology.

Richard's consulting clients include fortune 500 companies and mid-size companies in Oil & Gas, Transportation, Telecommunications, Insurance and Professional Services.

Richard’s early career was in the project management arena where he quickly became known for his ability to lead complex programs and rescue dysfunctional projects and organizations. The common thread throughout his career is his success in introducing sustainable Change, both as an organization leader and a project/program manager. He has worked for several of the world’s largest companies, including Imperial Oil, Exxon and HP, where his projects have taken him from Canada to the US, Malaysia, Qatar and New Zealand. His ability to diagnose and remediate difficult business problems and to communicate effectively has made him a strong leader and efficient team builder, an innovative, an energetic and versatile consultant.

In 2009, Richard left corporate America as an employee to focus his passion for "Helping Clients Succeed" by launching an organizational change consulting business. In 2017, Richard wound up his consulting company and is now semi-retired.

Feedback is welcome.

For comments or consultation, please contact:

Richard Dickie The "Change" Doctor

E-mail: [email protected]

www.WWWHow.ca

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